1. Be Ready For The Worst Case Scenario
Natural disasters,
terrorist attacks and employee snafus can all lead to the immediate and
permanent deletion of important data if an organization does not have
the proper backup plan in place. There are a number of options available
including whether to house your backup system onsite or offsite.
There are three basic
scenarios when it comes to data storage:
-
The "file cabinet" scenario.
The most antiquated of the three options, it involves keeping
all of your information onsite in a filing cabinet. In the case
of a disaster the loss of data would necessitate some serious
data entry. Also, if the cabinet is not flame retardant, you
could see you files forever go up in smoke.
-
The onsite server.
More organized than a filing cabinet, the onsite server is not
always for the budget conscious (consider money and staff requirements
to maintain the server), but it is more economical in flexibility.
Along with the hardware itself, the organization needs to set
up a firewall to protect that data. If data is wiped out, the
server can restore it in a snap. As with all onsite options,
if your office is damaged you risk losing your backup as well.
-
The Application
Service Provider (ASP). The option with the highest defenses,
the ASP has the firepower to handle thousands of servers thus
protecting your data. If anything short of an apocalyptic event
hits the primary server, an organization's data will be safe
in another server or mirror site that may be housed anywhere
across the globe. It adds another element of server administration
that is generally less costly than purchasing the hardware involved
for an onsite server.
 2. Technology
Admit
it, somewhere in your office lay the unopened directions to that handheld
device you just had to have, but for some reason can’t figure
out.
That’s just
one example of an information integrator that combines more than
one thing, theoretically increasing productivity. Integrating technologies
that are coming into existence can be advantageous to nonprofits,
if they know how to use them.
Columnist Thomas
A. McLaughlin gave a few pointers for nonprofit managers who want
to implement information integrators.
- Read the manual.
It’s surprising how many ordinary software packages have information
integrators built into them that no one has thought to use.
- Link two unconnected
software packages directly. Many applications permit the use of
commercial third party software links to directly connect them
without human interaction.
- Link software
via the Internet. It may be possible as an interim measure to link
two different software packages, such as a membership database
and an accounting package, to each other via the Internet.
- The hardest
part of creating information integrators is not the technology.
It’s the politics.
3. Working without wires
Setting
up one personal computer, let alone a network, can produce images of
sledgehammers dancing in one's head. Fortunately, even modest-sized
nonprofits can install networks and reap the benefits without all the
headaches. The answer to small office networking lies in:
- Using standard
length network cables, called patch cords, and run then along the
baseboards, rather than through walls and ceilings. This eliminates
expensive custom cabling and almost assures that cables will work
when they are connected.
- Beginning to
think "home," rather than "office." In other
words, keep it simple. Purchase a "kit" rather than individual
components. Kits include two network adapter cards, two 25-foot
long patch cards, and either a network hub or a switch.
- Look for high-performance
kits aimed at home users. This hardware provides high-powered performance
for rudimentary users.
4. Your ISP is vital to ephilanthropy
Making
sure that you set up guidelines and procedures with third party Internet
Service Providers (ISP) is a no-brainer. Here are a few pointers on
what you should do.
- Specify how
the charity's name, logo and/or other identifying marks will be
used on the Web site and in any related communications/materials.
- If the ISP offers
the charity space to include information about itself and its activities,
specify who is responsible for writing, editing and updating the
information, how the information will be presented, and on what
schedule.
- The terms and
conditions for "charge-backs" and other requests for refunds from
donors should be specified in the contract.
- The degree of
liability which the ISP assumes to the donor, charity and third
parties for information, transaction handling, and losses due to
the ISP's administration of a donation must be specified.
- What happens
if the ISP ceases to operate or exist? The ISP should have procedures
in place to protect the interests of both donors and the charity
in case of this contingency.
5. Record keeping
software
It is no secret
that up-to-date records are the heart of any successful development
campaign, regardless of the size or scope of an organization.
In his book The
Complete Guide to Fundraising Management, Stanley Weinstein
maintains that dedicated fundraising software can help a nonprofit
in a number of ways that any not be obvious at first glance.
Among the benefits:
-
Fundraising
software helps users track who was invited and who attended each
cultivation activity. The software also allows an organization
to track volunteer solicitation assignments.
-
Fundraising
software allows users to print phone-a-thon forms complete with
donor history and other useful information useful to someone
making a phone call.
-
A flexible
software program will allow users to support special events by
selecting the best prospects, accounting for ticket sales and
even tracking seating assignments.
-
Software can
help track important grant deadlines and other information vital
to the grantsmanship program.
-
Nonprofits
with membership drives use their software to track membership
categories and renewal information. Just as important, the software
simplifies the entire renewal and upgrading process.
-
Annual and
capital campaigns are strengthened when lists are segmented.
The aim is to match the approach and message to each constituency.
6. Protecting
your important data
Natural disasters,
terrorist attacks and employee snafus can all lead to the immediate
and permanent deletion of important data if an organization does
not have the proper backup plan in place.
There are a number
of options available including whether to house your backup system
onsite or offsite. There are three basic scenarios when it comes
to data storage:
-
The "file
cabinet" scenario. The most antiquated of the three options,
it involves keeping all of your information onsite in a filing
cabinet. In the case of a disaster the loss of data would necessitate
some serious data entry. Also, if the cabinet is not flame retardant,
you could see you files forever go up in smoke in the case of
a fire.
-
The on-site
server. More organized than a filing cabinet, the on-site server
is not always for the budget conscious (consider money and staff
requirements to maintain the server) but it is more economical
in flexibility. Along with the hardware itself, the organization
needs to set up a firewall to protect that data. If data is wiped
out the server can restore it in a snap.
As with all on-site
options, if your office is damaged you risk losing your backup as
well.
-
The Application
Service Provider (ASP). The option with the highest defenses,
the ASP has the firepower to handle thousands of servers thus
protecting your data. If anything short of an apocalyptic event
hits the primary server, an organization's data will be safe
in another server or mirror site that may be housed anywhere
across the globe.
It adds another
element of server administration that is generally less costly than
purchasing the hardware involved for an onsite server.
7. Writing a
software proposal
An organization that
is thinking of acquiring a new software package, either for a specific
effort or a complete overhaul, will have to think of a vendor from
whom to buy the material.
At a recent fundraising
conference, experts in the field offered several tips about securing
a vendor, beginning with a request for proposals (RFP), which is
both a document that states an organization's needs and a formal
process for vendor interaction.
An RFP should describe
the project, including what problem needs to be solved, the organization's
situation (staff size, database size, special requirements), the
desired outcome and operational and technical details.
Just as important
as these considerations, however, are effective use of the responses.
Several important items are:
- Only ask for details
that you will use to evaluate proposals. A question such as "Can
your system handle donations in dollars, yen, euros and pounds?" is
much more vital than "Can your system print a receipt?"
- Focus on major,
mandatory requirements that will differentiate systems.
- Look at your needs.
The complexity of your requirements should determine the complexity
of your RFP.
It is also important
to have a team review and rate a vendor's responses, keeping in mind
the following:
- Divide by functional
and technical areas.
- Determine if the
vendor has met your mandatory technical and functional needs?
- See if the vendor's
solution fits your budget and staffing.
- Find out if the
vendor has appropriate experience.
- Ask yourself if
the vendor inspires confidence.
8. Do-it-yourself
efficiency expert
Back during the 1950s and 60s, so-called "Efficiency
Experts" were all the rage. These consultants were hired by management
to stake out an office, and armed with a stopwatch, time staff while
they executed tasks. At the conclusion of the project, a report was
made to management on how the office workflow could be made more
efficient.
Needless to say, these efficiency experts
were not particularly appreciated by the staff under the gun. Think
Spencer Tracy and Katharine Hepburn in Desk Set.
At the same time, knowing how your staff is
spending its time and where changes in the work load and work flow
would improve productivity, is a worthwhile undertaking. You don't
have to search for a modern equivalent of an efficiency expert, however.
Take a tip from accounting and consulting firms. These organizations
use time and billing software to capture and analyze staff time.
While accountants and lawyers enter time spent
on each task for each client or case, you can go simple. Just have
each staff member define the tasks that they spend the majority of
their time on. Then add more general categories including lunch,
coffee and restroom breaks, and using the copier and fax machine.
Having each staff member entering their time
for several weeks will, in many cases, show up logjams in your office.
Perhaps it would make sense to add another copier or two if your
employees frequently have to wait for access to these resources.
Sage Software's Timeslips is probably the
best known application for time tracking, but you don't have to spend
$400 or more to accomplish this task. A quick search on the Internet
will uncover a dozen or more inexpensive or even free programs up
to the task.
Just be sure to get your staff involved in
the process. If they think that you are just looking over their shoulders,
they will be uncooperative and resentful. Award staff who have come
up with innovative approaches, and reward staff who adopt more productive
methods as a result of your analyses.
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